Will Self-Love Take a Fall? Effects of Top Executives' Positive Self-Regard on Firm Innovativeness

Stock Ruth; Gross Matthias; Xin Katherine R.

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Will Self-Love Take a Fall? Effects of Top Executives' Positive Self-Regard on Firm Innovativeness

机译：自爱会跌倒吗？高层管理人员积极自我尊重对企业创新的影响

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Innovative work behavior has recently attracted considerable interest of both researchers and practitioners. Although extant research provides valuable insights into employees' innovative behavior, knowledge on top executives' innovative behavior, its antecedents, and its outcomes is scarce. Drawing on upper echelons theory, this study considers whether different facets of top executives' positive self-regard enhance or harm their innovative behavior. The authors theorize that top executives' selfism, hypercore self-evaluation, and overconfidence-all of which imply a strong positive self-regard-distinctly determine their willingness and ability to engage in innovative behavior, which in turn is critical for new product program newness. Time-lagged data from a sample of 214 top executives and 647 matched subordinates reveal that seemingly similar psychological characteristics of top executives affect innovative behavior differently. Selfism and overconfidence negatively influence innovative behavior; hypercore self-evaluation has a positive effect. A structural mediation analysis confirms a multistage, causal chain that links the three psychological characteristics with product program newness, mediated by top executives' innovative work behavior. Furthermore, moderated mediation analysis suggests that some demographic characteristics of top executives moderate the effects of hypercore self-evaluation and overconfidence on innovative behavior, whereas the effect of selfism remains unchanged regardless of their tenure or power. Hence, this study provides a more fine-grained perspective on top executives' positive self-regard and its contingencies in the innovation context.

机译：创新的工作行为最近吸引了研究人员和从业人员的极大兴趣。尽管现有的研究为员工的创新行为提供了宝贵的见解，但对高管人员创新行为，其前身及其结果的知识却很少。本研究基于高层梯队理论，考虑了高管人员积极的自我尊重的不同方面是增强还是损害了他们的创新行为。作者认为，高管人员的自我主义，超核心自我评价和过度自信-所有这些都暗示着强烈的积极自我尊重-清楚地决定了他们从事创新行为的意愿和能力，这反过来对于新产品计划的创新至关重要。来自214位高管和647位相匹配的下属的样本的时间滞后数据显示，高管貌似相似的心理特征对创新行为的影响不同。自私和过度自信会对创新行为产生负面影响；超核自我评价具有积极作用。结构性调解分析确定了一个多阶段的因果链，该链将这三个心理特征与产品程序的新颖性联系在一起，并由高管人员的创新工作行为加以调节。此外，适度的调解分析表明，高管人员的某些人口特征缓和了超核心自我评估和过度自信对创新行为的影响，而自我主义的影响则不受其任期或权力的影响。因此，本研究为高层管理人员的积极自我尊重及其在创新环境中的突发事件提供了更为细化的视角。

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《Journal of product innovation management》 |2019年第1期|41-65|共25页
作者
Stock Ruth; Gross Matthias; Xin Katherine R.;
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Rhein Fachhsch Koln, Management, Cologne, Germany;

Tech Univ Darmstadt, Mkt & Human Resource Management, Darmstadt, Germany;

CEIBS, Ctr Globalizat Chinese Co, Shanghai, Peoples R China;

CEIBS, Management, Shanghai, Peoples R China;

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Will Self-Love Take a Fall? Effects of Top Executives' Positive Self-Regard on Firm Innovativeness

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